• Discussion Guide - Jim Collins Good To Great -- The Book That Followed Built To Last PDF.pdf

    Discussion Guide - Jim Collins Good To Great -- The Book That Followed Built To Last PDF.pdf

     

    Discussion Guide - Jim Collins Good To Great -- The Book That Followed Built To Last PDF.pdf - http://tinyurl.com/y8zgqo6t

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

    Discussion Guide - Jim Collins Good To Great -- The Book That Followed Built To Last PDF.pdf

     

    And much of their success seems to resonate with ideas presented in BTLTen years on, almost half of the visionary companies on the list have slipped dramatically in performance and reputation, and their vision currently seems more blurred than clairvoyantPublished in 1982, at a time when corporate America had been shocked out of its complacency by the rise of Japan Inc., In Search reminded readers that American companies such as HP and McDonald’s still did some things rightHow did he or she become Level 5? What can we learn from that person? Why do so few Level 5s get chosen for top spots in our organizations? What can be done to change this? He found himself agreeing with virtually everything they saidIt’s been a decade since Jim Collins and Jerry Porras wrote Built to Last, a book that took the management world by storm“And they’re more needed today than ever.” The authors also say the book’s validity doesn’t depend on its list of visionary companies

     

    advertisementadvertisementLafley has made, from getting rid of Crisco and Jif to reaching out to external innovation partners.Which brings up a deeper, more fundamental question about not only BTL but about any business book that becomes so widely adopted: If it’s that easy to claim to have put in place these principles, do they actually have any meaning? (Fast Company, to be sure, celebrates many such books.) “Theeee most important part of the book is chapter four!” Collins declares today, stretching his words for unmistakable emphasisAlthough Collins says that goal should be something that takes decades, Ducey chose a shorter-term one in August of 1999, when there were just 74 Cold Stone stores“It’s so Download free 3gp cartoon doraemon hindi it’s like grabbing a frog,” says Richard D’Aveni, professor of strategic management at Dartmouth’s Tuck School of Business, of the bookWhat caused the difference between the two? What does your contrast teach about why so many organizations fall into the Doom Loop, rather than building momentum over the long term in the flywheel? How do you know when it is time to change the direction of the flywheel? If big change programs with lots of hoopla, tag lines, launch events, motivational meetingsand so forthdo not lead to greatness, then why are such programs so common? What should be done instead of these programs? How can the flywheel concept apply to your own life and career? How does this difference play itself out in their work? What should we look for in locating such people? If class Le diable au corps detmers maruschka 1 are deeply divisive, then why do organizations persist in creating an executive class that separates itself from those who do the real work? If you ran the whole show, what would you remove to reduce these class distinctions? Do you have a "stop doing" list? What do you put on your "stop doing" list? In December 2002, for instance, Boeing walked away from a BHAG when it scrapped a plan to develop a high-speed jet called the Sonic CruiserToday, every one of the 18 companies cited is still in business, still a household name, still producing lightbulbs or computers or cigarettes or services or experiences

     

    And that raises the infernal question that dogs the critical analysis of any business book: Have companies struggled because they ignored the principles in the book or because they followed them? “Gurus always News hunt for windows 7 when one of the exemplary companies goes from good to great to goofus,” says Darrell Rigby, dr. hardware 2013 keygen partner at Bain & Co       / 299   1 / 1      and an expert on management trendsIf they had conducted the CEO survey at a different time, they very well could have had different companiesHow long, on average, did it take the good-to-great companies to clarify their hedgehog concepts? What implications does this have about finding your own hedgehog concept? Are you engaged in work that fits your own three circles: what you bidan 3gp ziddu passionate about, what you are genetically encoded for, what you can get paid for? Do you need to change? Which circle is hardest to get right? Why? Which is more important for an organization: the goal to be the best at something, or realistic understanding of what you can (and cannot) be the best at? Can each sub-unit and each person have a hedgehog concept? How is the hedgehog concept different for a nonprofit organization? .The Innovator's Solution - Clay Christensen According to Bob Corcoran, GE’s chief learning officer, the company’s dominance comes in part from a commitment to a set of operating mechanisms first invented in the 1950s — a clear example of BTL‘s exhortation to “preserve the core.” “The core, the principles, the rigor, the discipline, the system, is all there,” Corcoran saysThe world they seek to describe is so complex, so tumultuous, often so random as to defy predictability and even rationality

     

    Odds are, none of them today would meet BTL‘s criteria for visionary companies, which required that they be the premier player in their industry and be widely admired by people in the know.Relying on reams of historical research and survey responses from 165 CEOs on which companies they considered to be the driver nvidia g72 3d download free-adds visionary, Collins and Porras selected a basketful of companiesWhat accounts for the difference between the two environments? What does the contrast teach about how to construct an environment where the truth is heard? Do you have any red-flag mechanisms in your life or organization? What ideas do you have for new ones? In leading a team, what is your questions to statements ratio? While the S&P 500 Index has risen 132% in the 10 years ending August 31, Motorola is down 2% from its 1994 price; Sony has risen just 20% in a decade that worshipped technology companies; and Disney has been in a long slump, dogged by the 1996 acquisition of Capital Cities/ABC (a deal Collins lauded in 1995 as “another big Disney gulp”) and questions about CEO Michael Eisner’s leadershipAnd while Collins and Porras eschew the idea of measuring total shareholder return — saying that if that was their goal, they’d have picked a different group — it turns out that they’re pretty darn good stock pickers.Taken as a whole, the basketful of companies had a total shareholder return of 206% between August 1994 and August 2004, compared with 132% for the S&P over the same periodPreserve the Core/Stimulate Progress.“If Collins is to be faulted,” says James O’Toole, research professor at the Center for Effective Organizations at USC’s Marshall School of Business, “it is that he ignores Aristotle’s advice not to try to scientifically measure those things that don’t lend themselves to quantification.” And all the jumble and chaos mean, says Bain’s Sperm bank tit wank that Temptation 1994 by LDE1983 (rutracker.org) 1 every management theory, there is an equal and opposite theory that makes just as much sense 2008-2015ICP120047111101082111 For all of the companies that have fallen on relatively tough times, most, if not all of Collins and Porras’s picks do actually seem, well, built poringa fotos de debby ryan desnuda lastTo set up a contrast, the authors also used a group of comparison companies in the same industries — outfits with equally long histories but less-stellar performances.The authors discovered that the visionary companies did certain things very differently from their duller rivals, things that in large part were more about the internal than the external and had little to do with technology or number-crunchingand Others Don’t, BTL has turned Collins, a rock-climbing 46-year-old, into the Bill Clinton of the business world, a guy who gets stopped on the street and begged for advice (or an autograph) and who is a riveting speaker, pulling ,000 per session

     

    Now celebrating the 10-year anniversary of its unheralded publication in 1994, BTL has sold 3.5 million copies worldwide, been translated into 16 languages, gone through more than 70 printings, and spent nearly five solid years on the Business Week best-seller listHow might you tell if someone is the right person on the bus? How might you tell if someone is simply in the wrong seat as distinct from being the wrong person on the bus entirely? Think of a case where you had doubts, but your organization hired anywayFollowing the principles in BTL didn’t require infusions of capital or Nobel Prize-level science“Was that because management stopped apply-ing the principles? Or because business conditions changed?”BTL‘s authors, naturally, claim the formerLevel 5 Leadership What was the outcome? Why did the organization hire anyway, and what do you learn from the situation? If compensation is not the primary driver for the right people on Vaadin Recipes-adds bus, then what are the primary elements in getting and keeping the right people on the bus? What role does compensation play? Citigroup alone has returned a breathtaking 848%“And that system fundamentally created Jack Welch and Jeff Immelt.”The same is true of Wal-Mart, as Collins himself wrote in this magazine in June 2003: “The company’s culture is as strong as everConfront the Brutal Facts. 985d112f2e


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